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Unity Medical Group, which was previously limited to 75 employed primary care physicians, is expanding to include 100 additional employed physicians.
"The most important way of dealing with monumental change is to have frequent, timely, and transparent communications," says Richard J. Henley.
Joint ventures with physicians can help health systems expand their geographic presence, improve their bottom line and delivery of care, increase physician satisfaction, and reduce outmigration of cases.
Read about some billing and collection pitfalls that hospitals should avoid when acquiring physician practices.
Avera Health is offering a suite of telehealth services to rural hospitals.
"The key role of senior leaders is to build the infrastructure, says Brent James, MD, MStat. "The most important part of infrastructure is the data systems you use."
As AtlantiCare moves to an accountable care delivery model, its leaders are clear about what needs to happen.
For Baylor Health Care System establishing an ACO is the next step toward a transformation that began more than a decade ago.
By merging with IHA, a large multispecialty group, Saint Joseph Mercy Health System acquired many of the components it needed to establish an accountable health network.
In two years, a health system went from losing $10 million in operations to earning about $7 million, which allowed it to restructure its debt.
Sharp HealthCare has formed a preferred provider, value-based purchasing arrangement with a major employer and payer, forming San Diego County's first tiered HMO network.
Smart facility planning can help improve efficiencies and reduces surplus capacity after a merger or acquisition.
By expanding a preexisting occupational medicine program into a full-fledged health management consulting business, ProHealth Care has forged closer partnerships with local employers and expanded overall market share.
By consolidating their home health departments, multiple hospitals could feasibly compete against national corporations that are currently turning a profit in the home health arena.
An interview with Richard J. Zall To be successful in today's highly competitive and cost conscious environment, hospitals need to be closely linked with their physicians. One way hospitals are going about this is to acquire physician practices. But how
The Medicare Shared Savings Program has created the impetus for accountable care organizations. But financial leaders should heed two important lessons from past integration efforts-and six influential forces-before pursuing an accountable care organization.
Four case studies illustrate how providers are testing new partnerships, approaches, and technologies to improve care coordination.
Baylor Health Care System believes that an accountable care organization (ACO) should start with a conviction that every aspect of the organization should be devoted to serving patients.
Partnership between Cleveland Clinic and Chester County Hospital has proved to be a win-win business affiliation for both organizations.
South Carolina hospital leaders are joining forces with payers, clinics, churches, and others in a community effort to improve population health.
AtlantiCare's Special Care Center has implemented several practices that have helped patients manage their chronic illnesses.
Under effective alignment, physicians are highly engaged in hospital strategies for improving quality, creating operating efficiencies, and ensuring financial viability.
Montefiore Medical Center has created an integrated system of care in the Bronx for its primarily low-income patients. Four factors in Montefiore’s success: primary care and chronic disease management, access to high-quality specialty and hospital care, targeted care management, and robust health IT.
Several factors, including hospital-physician alignment, have contributed to a successful integration effort between St. Luke's Hospital and Cardiologists L.C.
A physician practice management firm worked with Cardiologists L.C. (CLC) to make several changes and improvements in the following four areas: organizational, patient and physician relations, culture, and operations.
Stuart Hanson, director of business development (healthcare solutions) at Citi Retail Services, discusses how improving the payment experience can benefit consumers and healthcare providers.
Scott Schmidt, vice president, Cerner RevWorks, LLC, shares insights on best practices for maximizing a revenue cycle management partnership.
Dale Hockel, senior vice president of operations, and Jim Fanelli, CFO, TriMedx, share strategies for elevating clinical engineering through innovative management programs.
Rick Heise, senior vice president, revenue cycle, at Cerner Corporation, discusses the importance of integrating clinical and financial data to excel in health care's changing payment environment.
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